Project Status and Control Report: Barwon Health Integration with SWARH Project

PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
PPMP20010- Assignment 1
Part A
Project Status Report
1 PROJECT INFORMATION
Project name: Barwon Health integration with SWARH project
Date: 25 April, 2018
Project ownership: Storage and computer infrastructure
Prepared by: Project Manager
Distribution list: Steve Tanic: Procurement Manager, Barwon Health
Neville Daffy: Supply Manager, Barwon Health
Other stakeholders of the project such as State of Victoria,
Investors, employees, Board of Directors of Barwon Health
etc. will also be communicated the project status report.
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PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
2 GANTT CHART
WBS
#
Task &
Subtask 1 2 3 4 5 6 7 8 9 10
1 A ————
1.1 A1 —
1.2 A2 —
1.3 A3 —
2 B ————
3 C ———————
—
4 D ———————————
—
4.1 D1 —————
4.2 D2 —————
—
5 E —————
6 F ——
7 G —
8 H —
3 VARIANCE ANALYSIS (COST IN THOUSANDS)
Task &
Subtask
Milestone
Status PV EV AC
Variance %
Schedule Cost
A Completed 100 100 100 0 0
A1 Completed 25 25 25 0 0
A2 Completed 50 50 50 0 0
A3 Completed 25 25 25 0 0
B Completed 50 50 55 0 -5
C Completed 50 50 40 0 10
D In progress 70 40 110 -42.86 -175
D1 Completed 30 30 50 0 -66.67
D2 In progress 40 10 60 -75 -500
E Not started 90 0 0 -100 0
F Not started 40 0 0 -100 0
G Not started 50 0 0 -100 0
H Not started 5 0 0 -100 0
Task Totals 455 240 305 -47.25 -56.25
4 ESTIMATE AT COMPLETION (EAC)
EAC = $568,750
The estimated cost of completing the project is very high as compared to the budgeted
cost of completion. The project leads towards failure if the cost baseline extended by the
project 6o a large extent. The project will be successful if Barwon Health adopts project
crashing technique to lower down the total cost of the project.
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PROJECT STATUS AND CONTROL REPORT
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5 COST SUMMARY
The costs of the project incurred in relation to the project include the cost which relates
to procurement of material, implementation costs, and cost of labour, development costs,
reporting costs etc. The actual cost in relation to the project is the cost actually incurred
with the completion of the project as against the budgeted cost which is the planned
value of the cost budgeted for the project (Stanton & Baber, 2017). The delay in the
project activities will incur additional costs, the changes in the project plan; schedule and
cost baseline and other changes will also incur additional costs of project. In this way the
risks which result in adverse impact on the project result in increase in project costs and
those risks which do not materialises result in cost savings. The actual costs of the
Barwon project are higher than the planned costs and the reason for same is the delay in
the project by 1 week which shows that the project risk factors directly affect the total
cost of the project.
6 S CURVE
The actual costs of the project are not in alignment with the planned value fo the project
costs. However the eared value of the project every week is directly proportional to the
planned value.
7 FORECAST COMPLETION DATE
Forecast completion date = 11 weeks
The project is likely to delay by 1 week due to various project issues and problems
arising out of the project risk factors. However the delay is not a long duration for such a
large project but the extended costs incurred due to delay are quite high.
8 MILESTONE REPORT
Milestone
Task
Scheduled
Completion
Projected
Completion
Actual
Completion Issues
A Week 2 Week 2 Week 2 -
B Week 4 Week 4 Week 4 -
C Week 5 Week 5 Week 5 -
D Week 7 Week 7 Week 7 -
E Week 8 Week 8 Week 8
F Week 8 Week 9 Week 9 The delay of one week in this
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PROJECT STATUS AND CONTROL REPORT
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project activity is due to the
is due to low quality of the
software purchased from the
supplier due to which there
were high technical defaults.
G Week 9 Week 10 Week 10 The further delay of the
project schedule was made
due to the delay in the
design stage of the project
out if technical faults in the
systems.
H Week 10 Week 11 Week 11 This activity is delayed due
to the extended training
process for the employees
for effective use of software.
9 EVENT REPORT
Current Problem Potential Impact Corrective Action
Technical faults in the
software purchased
The potential impact is the
delay in the project due to
delayed implementation
since the technical defaults
are likely to hinder the work
performance.
The action is to enter into
contracts with the suppliers
to supply high quality
software in accordance with
the needs of the project as
specified in the project
specifications section of the
PM plan.
Improper training to
employees
This will result in creation of
omissions and errors in the
project implementation
which is likely to result in the
excessive costs of the
project.
The action is to provide
effective training through
experts and ensure
participation of all
employees and team
members involved in the
project.
Excess of need or demand
of systems for storage and
computing against the
supply made by Barwon
Health
The potential impact is the
failure of the project to meet
the project objectives and
goals.
The corrective action is to
increase the scope and
deliverables of the project in
order to meet the demands
of the project (Kendrick,
2015).
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PROJECT STATUS AND CONTROL REPORT
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Part B
Project Controls
Task:
Provide a description of how the project will be controlled including its event driven
and time driven controllable categories and configuration procedural outputs for
each item categorised.
Project needs to be controlled in order to mitigate the adverse impact of the
materialisation of the project risks. The major risks in relation to the project relate to
the time schedule of the project and the cost of the events and activities associated
with the project. According to Kerzner (2013), control is defined as the process which
involves three activities including assessment and measurement of the success of the
project objectives, evaluation of project activities and conducting variance analysis to
identify the deficiencies and performance variances and taking appropriate actions
by evaluating possible alternatives in order to achieve the project goals and
objectives. There are various types of control reports which are used for monitoring
and tracking the status of the project. These reports include project information
report, controllable categories, configuration procedural outputs, event driven
controls and time driven controls. The controllable categories involved in the project
and the items categorised for each category of Barwon Health project include the
deliverables comprising of the materials to be delivered for project implementation
within time allocated with high quality requirements, project configuration which
relates to the quantity of material to be delivered, status accounts which comprise of
monthly progress reports based on project status, logs including the risk register
maintained for the project and exceptions and issues with regards to the project
implementation. The event driven and time driven controls and configuration
procedural outputs for each item categories can be explained as follows:
 Event Driven Controls – These controls will include those controls which ensure
that the events in relation to the project are completed timely with proper
quality and fulfilling all requirements (Rose, 2013). The event driven controls for
the project of Barwon Health will comprise of delivery of systems and software
for project implementation and integration in accordance with the schedule
baseline and in alignment with the quality requirements of the project. The
details of the delivery orders made and the purchases made will be included in
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PROJECT STATUS AND CONTROL REPORT
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the project report of the project along with schedule baseline under the PM plan.
This will ensure proper recording and documentation in order to control
mismanagement of deliveries.
 Time driven controls – These relates to the status accounting of the project in
which periodic reports will be prepared for recording the status of the cost
incurred till date and the time taken to complete the allocated tasks in
accordance with the planned project schedule (Rodney Turner, et.al, 2009). For
preparation of these reports the impact of organisational factors and processes is
considered and the data is extracted from the work performance reports. The
techniques such as variance analysis, trend analysis, Earned value management
reports, project rescheduling projects etc. can be used for implementing the time
driven control for the project. The project document updates, forecast reports,
EVM report, change requests, baseline updates etc. are used for monitoring and
tracking the status of project for controlling the duration of project.
 Configuration procedural outputs – For defining the procedural outputs for the
configuration of the project, the quantity will relate to the quantity of systems
and software to be delivered for the project. The control level for this will be the
latest version updated software with the coding systems defined in the project
specifications. The baseline will be the quantities specified in the project
management plan. The period of preparing and reporting the status accounts will
be at each delivery of the project and will include the status of purchased,
ordered and issued quantities. The verification and audit process will comprise of
physical verification of the inventory to match the deliverables report and
inspection reports.
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PROJECT STATUS AND CONTROL REPORT
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REFERENCES
Kerzner, H. and Kerzner, H.R., 2013. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Rose, K.H., 2013. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
—Fifth Edition. Project management journal, 44(3).
Rodney Turner, J., Ledwith, A. and Kelly, J., 2009. Project management in small to medium-
sized enterprises: A comparison between firms by size and industry. International Journal of
Managing Projects in Business, 2(2), pp.282-296.
Kendrick, T., 2015. Identifying and managing project risk: essential tools for failure-proofing
your project. AMACOM Div American Mgmt Assn.
Stanton, N.A. and Baber, C., 2017. Modelling command and control: Event analysis of
systemic teamwork. CRC Press.
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